[Workplace Design Magazine]  February, 2012 — If you find yourself at the Green Exchange Building in Chicago, consider heading up to the third and fourth floors to take a peek atCoyote Logistics. There you’ll find the fastest-growing logistics company in the United States working in nearly 100,000 incredible square feet of space designed by the firm Partners by Design (PBD).

Coyote fosters a culture of youth, energy and tenacity. And it was imperative to the company that their headquarters reflected these values. The space is an airy office environment in a loft building with open ceilings and a communicating steel staircase connecting their two floors together. The kitchen was designed to create impromptu social gathering space complemented by an adjacent game room for employees to recharge their batteries. All aspects of the design support Coyote’s energy, vision and “no excuses” mantra.

Inside the Space

At the very onset of the project, CEO Jeff Silver stressed, “we want to foster the Coyote “Buzz.”  People on the phone, work happening, energy flowing, negotiation taking place… these were all characteristics Jeff mentioned. PBD’s direction in short: “Foster the ‘buzz’ and give us space that enhances and complements it.”

Technology is imperative to their business. Specifying CPUs, flat screens, and basic work environments is easy. But connecting these to a high-speed network that allows for flexibility in desk layout was a challenge. Employees will be tethered to an outlet, power pole or floor core until wireless technology becomes faster, more reliable, and able to handle larger bandwidths desk / CPUs / Monitors. So the Coyote space balanced this by strategically placing power and network connectivity points throughout the space, thereby allowing for standard desks to easily be moved, reconfigured, and resized to accommodate the continual enlargements and reductions in teams and departments.

Knowing that natural light improves productivity and efficiency, PBD created a “U” shaped floor plan that lends itself to large amounts of perimeter windows.  With limited private office space and large amounts of open office desking with zero workstation panels, the design was able to capitalize on the available natural light.  One can stand in the middle of approximately 25,000 square feet of broker desks and see windows and natural light from two sides of the space.

If typical office space is 1 person to 100 square feet, then Coyote’s is 1 person to 50 square feet.  Maybe not quite that extreme (code was met), but special provisions, door widths and stair widths were reviewed and adjusted to provide adequate egress from the space.  The density of the space is achieved with a standard desk configuration well planned into an old building with short column spacing. The density enhances the buzz but had to be balanced with minor acoustical treatment to the ceiling.

Beyond the Space

Coyote grows 15-30% each year, partly because they seem to reinvent themselves over and over. They had been hiring college graduates at very rapid rate and, at the same time, was goes through an intensive re-branding effort.  Everything was being re-thought — from logo imaging to conference room walls, t-shirts, and keychains that employees carry.

The Chicago Tribune then named them the mid-size company to work for. Political officials got involved thanks to the positive impact on real-estate development (Green Exchange Building becomes successful development) and community development (job creation and betterment of community).

These back-to-back events took the project from an initial 30,000 square foot projection through 112,000. So that meant more room — the 5th floor penthouse!

The additional space is to be immediately occupied by IT operations and software developers. It embodies the idea of work hard play hard.  One third of the space will be social “party” space while two thirds of the space is dedicated to flexible, reconfigurable, collaboration spaces for employees.  Based around the direction to “Create an F-ing cool space on a limited budget,” the challenge now becomes how to creatively deliver design to the constraints of every project: budget and schedule.

And, unsurprisingly, future spaces in nearby buildings also are being considered for further expansion.

“The world is full of worthy causes and we all have charities that are near and dear to us. We support St. Jude not only because they are curing childhood cancers, but because they share their research openly to anyone in the medical world,” said Marianne Silver, Coyote Co-founder and Chief Human Resource Officer. “They are finding cures for all types of diseases every day. Their protocols are used to treat patients around the world, not only at the hospital in Memphis.”

Within 48 hours of kicking off the Coyotes for St. Jude campaign website, Coyote raised over $40,000. On day three during business hours, Coyote raised over $1,000 per hour. Coyote hit the $100,000.00 goal just 11 days after launching the campaign.

“The St. Jude Children’s Research Hospital family could not be more excited to work with the incredibly enthusiastic Coyote Logistics team. We feel honored to be working with one of the country’s fastest growing companies who also possess such heart for the children and families of St. Jude Children’s Research Hospital”, said Jenny DiBenedetto, St. Jude Regional Director.

“Coyote’s unwavering support for the kids of St. Jude through the Coyotes for St. Jude campaign was extraordinary and we were astonished at the rapid pace they were able to raise funds, over $135,000 in less than one month, which is an impressive accomplishment to be commended and celebrated,” said DiBenedetto.

The Top 8 individual Coyote fundraisers will be taking a trip to Memphis this spring to tour the hospital. “Our Coyotes are not only in tune to our business and our customers, but to the world around them too. I’m humbled by their genuine respect for each other and for those that live around them,” said Silver.

ABOUT ST. JUDE CHILDREN’S RESEARCH HOSPITAL:
Since opening 50 years ago, St. Jude Children’s Research Hospital has changed the way the world treats childhood cancer and other life-threatening diseases. No family ever pays St. Jude for the care their child receives and, for every child treated here, thousands more have been saved worldwide through St. Jude discoveries. The hospital has played a pivotal role in pushing U.S. pediatric cancer survival rates from 20 to 80 percent overall, and is the first and only National Cancer Institute-designated Comprehensive Cancer Center devoted to children. It is also a leader in the research and treatment of blood disorders and infectious diseases in children. St. Jude was founded by the late entertainer Danny Thomas, who believed that no child should die in the dawn of life. Join that mission by visiting stjude.org or following us on facebook.com/stjude and twitter.com/stjude

ST. JUDE CONTACT:
Jenny DiBenedetto
Regional Director ALSAC/St. Jude
T: 773.784.6704

ABOUT COYOTE:
Every product has been on a truck or train at some point: the computer or phone you’re looking at right now, the bed you sleep in, the food you eat. Coyote specializes in how each of those products gets to the places where they are bought. We move products for a wide variety of customers through a vast network of carriers. We are a third party logistics (3PL) company. Coyote has been named to the Inc. Magazine 500 list of the fastest growing privately held companies in the U.S. for two consecutive years. In 2011, Coyote CEO, Jeff Silver, was named Ernst & Young Entrepreneur of the Year, and Coyote was named #1 Top Mid-sized Workplace by the Chicago Tribune. Coyote’s model is built on a highly trained and motivated work force combined with smart proprietary systems. Coyote delivers the best operational experience for virtually all industries including food and beverage, forest products, metals, plastics, consumer products, and government services.

Coyote’s growth is supported by its financial partner, Warburg Pincus LLC, of New York, NY. Please visit www.coyote.com.

COYOTE CONTACT:
Jodi Navta
VP Marketing and Communications
T: 773.365.6020
E: jodi.navta@coyote.com

[Chicago Sun-Times]  January 10, 2012 — Coyote Logistics — a fast-growing technology start-up company that moves freight across North America — is adding 400 new jobs and playing a key role in Mayor Rahm Emanuel’s makeover of the Chicago City Colleges.

The 400 jobs in sales, operations and technology will bring to 1,000 the workforce headquartered at the Green Exchange, 2565 W. Diversey, an Avondale building rehabilitated with help from a $10 million tax-increment-financing (TIF) subsidy.

Formerly headquartered in Lake Forest, Coyote moved to Chicago last summer and has been growing its young workforce ever since.

Coyote adds to the list of 12,000 private sector jobs created since Emanuel took office, but that’s not the only political benefit for the mayor.

Emanuel and company founder and CEO Jeff Silver announced that 71 Coyote employees have volunteered to develop the new transportation, distribution and logistics curriculum for Olive Harvey College and potentially serve as “guest teachers.”

It’s part of the mayor’s ambitious plan to partner with private industry to help prepare students for jobs in growth industries.

“While there are 400 jobs today, Coyote’s future workforce will include the graduates of Olive Harvey,” Emanuel said.

“We’ve never had an educational system linked up at this level with the job opportunities of tomorrow.”

The mayor noted that two of Coyote’s top clients — Annheuser Busch and U.S. Foods — have also agreed to participate in the Olive Harvey makeover.

“Chicago has always been and always will be a transportation, distribution and logistics center. The challenge for us is, are we gonna have a workforce so a Coyote … can have a reliable workforce to depend on and grow?” the mayor said.

With no trucks of its own, Coyote boasts of becoming, what it calls the “leading North American supply chain solution for shippers” in such key sectors as food and beverage, forest products, metals, plastics, consumer products and government services.

The company specializes in, what’s known as “fleet backhaul.” That means it uses a network of customers — including Wal-Mart and other big-box stores — to transport goods and services from other customers on what would otherwise have been dead-head trips with empty trucks.

“Everything that you see in this room except for the people got here on a truck or a train or a plane or a barge. It’s vast. It’s everywhere. And it’s critical in everybody’s business,” Silver said in a room full of controllers who effectively act as air traffic employees of ground transportation.

On Tuesday, Emanuel toured Coyote headquarters and interviewed the company’s first new class of 2012 trainees.

Some of them were communications majors. Others majored in finance and engineering. None specialized in transportation, distribution or logistics.

“It’s the culture. It’s the atmosphere,” Silver said, when asked how he attracts college graduates from across the Midwest.

“We were about a $300 million company in 2010 and $550 million in 2011. That type of growth opportunity is unbelievable. They get to interact with … our customers across the board all over North America. It’s just a fun job.”

Watch the video on NBCChicago

Mayor Rahm Emanuel says new “College to Careers” program launched by City Colleges of Chicago is a key ingredient to restarting Chicago’s economy.

“Coyote is an example of the best that Chicago has to offer; a cutting-edge firm that hires talented young people and gives them opportunities to advance and contribute to the City’s business fabric,” said Mayor Emanuel. “I’m pleased that Coyote continues to grow in Chicago and attract talented people to work and live here.”

Coyote uses technology and relationships with a dense network to move massive amounts of freight across North America by linking shippers with available transportation capacity. Coyote is focused on reliability and ensuring that every load it takes gets delivered on time without issue, no excuses.

“We’re ecstatic that more customers decide to entrust us with their transportation and supply chain needs every day, and that the City of Chicago, this neighborhood, and this building provide us with a perfect environment in which to fulfill those needs.  Our people are our only asset, and our people love this area and the building.  This is the right place to add 400 more next year,” said Jeff Silver, Coyote Founder and CEO.

The positions will be across the breadth of Coyote’s work, focused on sales, operations, and technology.

Coyote’s mission is to identify and leverage the most efficient mode of transportation for every shipment, every time it moves.  And carbon emissions are a big part of that equation. Last year, Coyote eliminated 5.5 million empty miles from our highways – which equates to 10,000 tons of carbon that did not enter the atmosphere.  The company plans to double that in 2012.

“Until we have a viable substitute for the internal combustion engine, fossil fuel based transportation is a fact of life in the United States and necessary for economic growth,” said Chris Pickett, Coyote Chief Strategy Officer.  Coyote aims to help the shippers and carriers in their network get the most out of every gallon of diesel they do burn, effectively avoiding the carbon emissions otherwise spent on empty miles.

Hiring has begun so apply now at www.coyote.com.

ABOUT COYOTE:
Coyote has been named to the Inc. Magazine 500 list of the fastest growing privately held companies in the U.S. for two consecutive years. In 2011, Coyote CEO, Jeff Silver, was named Ernst & Young Entrepreneur of the Year, and Coyote was named #1 Top Mid-sized Workplace by the Chicago Tribune. Coyote’s model is built on a highly trained and motivated work force combined with smart proprietary systems. Coyote delivers the best operational experience for virtually all industries including food and beverage, forest products, metals, plastics, consumer products, and government services.

Coyote’s growth is supported by its financial partner, Warburg Pincus LLC, of New York, NY. Please visit www.coyote.com.

COYOTE CONTACT:
Jodi Navta
VP Marketing and Communications
T: 773.365.6020
E: jodi.navta@coyote.com

Smarter Logistics – Coyote continues expansion in Chicago’s Green Exchange

Mayor Emanuel visited Coyote Logistics today to announce the company will add 400 new positions in 2012, expanding its presence in Chicago’s Green Exchange to more than 1,000 employees.

“Coyote is an example of the best that Chicago has to offer; a cutting-edge firm that hires talented young people and gives them opportunities to advance and contribute to the City’s business fabric,” said Mayor Emanuel. “I’m pleased that Coyote continues to grow in Chicago and attract talented people to work and live here.”

Coyote uses technology and relationships with its dense network to move massive amounts of freight across North America. Coyote is focused on reliability and ensuring that every load it takes gets delivered on time without issue, no excuses. Coyote is the leading North American supply chain solution for shippers in many sectors, including food and beverage, forest products, metals, plastics, consumer products, and government services.

“We’re ecstatic that more customers decide to entrust us with their transportation and supply chain needs every day, and that the City of Chicago, this neighborhood, and this building provide us with a perfect environment in which to fulfill those needs.  Our people are our only asset, and our people love this area and the building.  We are convinced that this is the right place to add 400 more next year,” said Jeff Silver, Coyote Founder and CEO.

The positions will be across the breadth of Coyote’s work, focused on sales, operations, and technology.

Coyote, which is located in the Green Exchange at 2565 W. Diversey, was founded in 2006. The company moved to Chicago last year and has been increasing its workforce ever since. In the last year, the company has nearly doubled the amount of freight loads it services per day, from about 1,000 to over 2,000.

Coyote specializes in fleet backhaul, which utilizes Customer’s trucks to transport other Customer’s loads on return trips reducing empty miles. This helps with capacity and effectively reduces emissions and the overall carbon footprint. Last year, Coyote eliminated 5.5 million empty miles from our highways – which equates to 10,000 tons of carbon that did not enter the atmosphere.  The company plans to double that in 2012.

Coyote’s mission is to identify and leverage the most efficient mode of transportation for every shipment, every time it moves.  And carbon emissions are a big part of that equation.  “Until we have a viable substitute for the internal combustion engine, fossil-fuel based transportation is a fact of life in the United States and necessary for economic growth,” said Chris Pickett, Coyote Chief Strategy Officer.  Coyote aims to help the shippers and carriers in their network get the most out of every gallon of diesel they do burn, effectively avoiding the carbon emissions otherwise spent on empty miles.

Coyote is looking to add qualified, smart, motivated workers to help continue their growth in 2012. Interested applicants should apply at www.coyote.com. Hiring has begun for these positions and will continue through the spring.

[Memphis Business Journal]  December 16, 2011 — When the Panama Canal expansion concludes sometime during or after 2014, the Big Ditch will have effectively doubled its capacity and will be ready to facilitate passage of post-Panamax vessels, which can carry more than twice the container load of Panamax vessels. More importantly, the expansion will provide high-volume shippers direct access to the Gulf of Mexico and the Eastern Seaboard.

Will this access translate to an immediate, pronounced increase in shipping volume in the Mid-South and Southeast?

Local experts argue against the proposition, saying, among other things, it’s too soon to tell.

The way William B. Dunavant III, president and CEO of Dunavant Enterprises Inc., sees things, the expansion will at least provide shippers a viable alternative to the West Coast. Ports at Long Beach and Los Angeles, for example, are convenient to Asian shippers geographically and do to their ability to accommodate post-Panamax ships — an attribute boasted on the East Coast only at Norfolk, Va.

Whatever may change, Dunavant says, it won’t be overnight.

“If the canal opens in January 2014, would we see a 10 percent shift in freight? Absolutely not,” Dunavant says. “I think what you’re going to see is any major shift to freight probably taking three to five, maybe six years.”

In the meantime, Dunavant and other third-party logistics providers have and will continue to position themselves for whatever changes the expansion may bring.

In the two years since Dunavant sold out of the family business of cotton merchandising, the company’s global logistics group has acquired interests with terminals in Houston and along the East Coast. These acquisitions have allowed the company to remain bullish about intermodal.

“We believe in getting containers off the road and on the rail, but we also have the capacity from a trucking standpoint with the ten terminals we operate to deal with capacity,” Dunavant says.

Coyote Logistics LLC, as a non-assets based 3PL, is also uniquely positioned in that it inherently acts as a buffer in times of volatility or uncertainty.

“Any time we see a market shift … something like what the Panama Canal widening project is going to do, we excel in working with shippers and giving them the ability to postpone their decision-making,” says Chris Pickett, chief strategy officer at Coyote. “They won’t need to go out and shed or add private fleet assets if they know we can support them at very little notice.”

But the uncertainty surrounding the expansion’s impact has fueled speculation among all modes of transport, according to Martin Lipinski, director of The Intermodal Freight Transportation Institute at the University of Memphis.

“As an example, many are saying the railroads will counteract water flows for shipping by lowering rates and not diverting to water, but that’s still unknown,” Lipinski says.

Union Pacific Railroad spokesman Tom Lange, meanwhile, says the railroad anticipates a minimal impact from the expansion.

“Our feeling is anything that’s time-sensitive is still going to need to move on the rails,” he says.

Lange offers examples of rail’s speed and efficiency as support and also points to the billions of dollars in investments needed for infrastructure improvements at harbors up and down the East Coast. But he also raises another important question: what kinds of new fees will shippers be required to pay for passage through the canal?

While the Panama Canal Authority has yet to offer an indication as to how much passage will cost, 3PL providers will continue to position themselves strategically to account for any recalibration of shipping volume. Dunavant, in particular, remains focused on all modes of transport.

“The trucking industry is not going away, but the expansion could lead to shorter lengths of haul. With the driver shortage, that weighs in as well,” says Richard McDuffie, chief operating officer for Dunavant Global Logistics Group. “But you’ve got to look at the whole picture and each mode — ocean, rail and truck. We want to position ourselves to take advantage of all three moving forward.”

cepley@bizjournals.com  |  (901) 259-1730

[Identityworks] — Fiercely energetic.  Best of 2011?

Coyote Logistics

New: Logo and visual system

Launched: press release September 28, 2011

Story in brief:
There’s an industry (new to me) that calls itself “3PL,” for Third-Party Logistics… essentially the outsourcing (by manufacturers) of management of physical distribution.  Coyote, for example, oversees U.S. beer distribution for Heineken — contracting and coordinating scores of transportation companies — and does this for other food and beverage, consumer product, forest product, metals and plastics companies and for the U.S. government. Launched only five years ago, Coyote is its industry’s fastest-growing company (and one of America’s).

Whence “Coyote?” I spoke with founder and CEO Jeff Silver. In 2006, he had sought an edgy name that would stand out in a sea of descriptive or person names. Thinking of shippers (customers), carriers (service providers) and especially employees, he wanted to express a culture of aggression, initiative and agility through such names as Alleycat, Bellyfire and (inspired by a brainstorming friend nicknamed Wiley), Coyote.  Then when Silver and his wife (and HR director) were at home, struggling with the final naming decision, a coyote trotted confidently through their yard; they took this as a sign.  (She settled in, Silver says, and raised three pups.)

Logo design was sourced locally, “and we didn’t spend much on it.” Five years later, the decision was made to upgrade marketing materials and especially the Web site — but not, at first, the logo.  “We’d invested in a lot of logo swag, including hockey uniforms, and I was highly reluctant to redo the logo.”

London-based Moving Brands had been strongly recommended by a director, who had experienced their work on a pro bono assignment (a great new-business tool).  The chemistry, apparently, was immediate: “Loved them. They dug us.”

Moving Brands’ consultants heard Silver’s charge to “recreate the magic culture we had” at the company’s inception, and reinforce it. Through interviews they distilled defining cultural values Silver recalls as TENACIOUS, TRIBAL, SMART and proactively TRUE, and identified “loud, loyal, fiercely energetic” as personality attributes. With this grounding, Moving Brands overcame their client’s logo-change  trepidation, and in due course provided a starkly classic arrow-animal symbol, a freight-evoking stenciled wordmark, and a visual system dominated by a category-owning green, applied with confidence.   (See the Moving Brands’ generously shared case presentation and video.)

Launch efforts, including special films and “lots of swag,” were directed primarily at employees — to help renew and sustain that magic “tribal tenacity.” Happily, the timing coincided well with Coyote’s relocation to bigger, brighter new office space, providing the opportunity to infuse its design with the look and even the language of the new branding (as in the TENACIOUS office, below).

Once reluctant to change the logo,  Silver is now happy to ascribe “a huge impact” to it. Adds Jodi Navta, VP Marketing and Communications, “A new logo and website was an awesome opportunity to tell our story internally and to the rest of the world.”

Credits:
C.E.O. – Jeff Silver
Identity planning and design -Moving Brands, San Francisco office

First Impressions:
Strategy:   Great case of a visual rebranding solidly grounded in leadership intentions– which were in good part formed and focused as a direct result of the rebranding process.
Design:   Almost perfect. The symbol is scarily effective, especially so when freestanding. The supergraphic VALUES words add a new dimension to “visual system.”  Not sure I’m entirely comfortable with the need for stenciling (bit of a distraction?), with the wordmark/symbol size relationship in lockups, and with sometimes freestanding wordmark applications, but these are minor and tentative questions.
Overall:  Among the thirteen programs I reviewed in 2011, for its strategic grounding, CEO ownership, design impact and comprehensive implementation, I rate Coyote’s as the best corporate identity change of the year.

Other Comments:
We first noted Moving Brands in 2007 for Nokia Siemens, then in 2008 for their Swisscom logo (conceptually in constant motion, if in practice usually static). More recently we have seen them at work for Hewlett Packard.  Moving or static, I’m pleased to add them to our “Other full-service identity firms” links.

Corporate Brand Matrix ratings:
0% structural,  90% strategic,  10% functional (est.)

[CFO]  December 15, 2011 — Your company is growing. Actually, “growing” is a pretty tepid word for what’s going on. You doubled your head count this year, and expect the same number of new folks on board next year. Where are you going to put them?

One answer: pack ‘em in. Tear down the cubicles. Open space is “in.”

Start-up enterprises today are increasingly putting employees out in the open, without walls to impede sight lines to their co-workers. The arrangement is not only space- and cost-effective but also promotes teamwork and energy, CFOs at such firms say.

Coyote Logistics is a five-year-old third-party logistics company that has roughly doubled its workforce to 900 this year and expects to take on 400 to 500 new employees in 2012. Except, there were no cubicles to tear down. Coyote has never had them.

The company enthusiastically appreciates the benefits of a work environment where employees are arranged in rows, with colleagues to either side and across from them. Asked which provides greater value, the efficiency and cost savings or the environment itself, CFO Jonathan Sisler says: “Definitely the latter. We’re a sales organization, and we make tens of thousands of calls to our customers every day. We have to have energy on the floor, and the high density creates that. It makes people enjoy coming to work.”

Coyote, which finds freight that needs moving and matches it up with carriers to haul it, recently moved from Lake Forest, Illinois, a Chicago suburb, to a building in the northern reach of the big city where it is negotiating access to enough space to expand to up to 2,000 employees at the site. A key to the deal was winning tax and investment incentives from the city. “If you know you’re going to be expanding, look to your city and state governments, some of which are offering heavy incentives,” Sisler advises.

Sisler has an office at the company’s location in Atlanta, but when in Chicago he, like the rest of the executive team, works out in the open, like everyone else. “It’s the ultimate open-door policy,” he says. Noise is not an issue, he adds. You get used to it fast, and several meeting rooms allow managers to meet with their teams and provide quiet, and people can go there for sensitive or personal business calls.

Ron Kwiatkowski, CFO at ScrollMotion, another fast-rising company that develops interactive digital media content, extols the flexibility of the open work environment. It’s easy to arrange people into teams using multiple configurations, he says. The only infrastructure alteration that may be needed as workstations move around is adding power and network drops.

ScrollMotion’s developers need a lot of quiet time and prefer it dark, Kwiatkowski says. So they are put in an area “off to the side” where they can dim the lights without bothering anybody. The creative staff is clustered in brighter areas where they can have the interaction they need.

On the cost side, Kwiatkowski estimates that 220 square feet per person, including open space, would be needed when housing employees in cubicles. With a completely open-space setup, “you can really cut that in half if you need to jam people in. Now, we don’t want to jam people in for long because it becomes counterproductive, but it does allow us interim flexibility to continue being productive while we search for incremental space opportunities.”

From a 4,000 square foot space on W. 35th Street in New York City, ScrollMotion recently moved to a 15,000 square foot parcel near Penn Station. The company has more than tripled its workforce, to 130, in the past year, and envisions doubling or tripling it again within 18 months.

ScrollMotion has established a relationship with a real-estate consultant to monitor the company’s expansion requirements, setting up right-of-first-refusal arrangements with its current landlord and actively looking at new space on an ongoing basis. “It’s really about the strategic direction of our company, but the tactical piece is maintaining those kinds of relationships with real-estate professionals,” Kwiatkowski says.

Meanwhile, the impact of expanding head count is relative. At Zorch International, a tech-enabled branded merchandise agency, the employee roll has grown at least 25% a year for a few years, but the total is still only about 40.

But if Zorch were to have cubicles instead of an open floor arrangement, it would need about 30% more space than it’s presently using, says CFO Jackie Barry. The company is actually ready to increase its square footage in its building, but that’s to prepare for future growth, not spread out the staff too much, she says.

“As we’ve added 5 people and 10 people there, we’ve been able to say, ‘OK, everybody’s going to sit a little closer together.’ When we take on additional space, maybe then we won’t be sitting quite so close together. But when we’re in a phase of filling that space up, we’ll be sitting closer together again. The world doesn’t end because there aren’t a bunch of walls. And everybody gets that.”

“At Coyote, we do everything possible to protect our customers’ products and brands. When we have an issue with a stolen load, CargoNet gives Coyote a great service to help us achieve this protection,” said Eddie Leshin, chief operating office for Coyote. “CargoNet provides us with the ability to quickly inform, mitigate, and recover, which is critical in an industry that is ever-changing. As we continue to grow, arrange, and manage more transportation for more customers, both Coyote and our customers have a better chance to reduce crime and claims by using CargoNet.”

“We’re excited to have an organization such as Coyote join CargoNet, and we’re confident that the use of cargo theft intelligence will add an additional layer of security for Coyote’s clients,” said Sal Marino, vice president of business development for CargoNet. “Coyote’s use of CargoNet brings the industry one step closer to a collaborative approach to combating cargo theft risk on a global level.”

ABOUT COYOTE
Coyote Logistics LLC was launched in 2006 to bring a better experience to the transportation industry. Coyote is a leading 3PL provider of dry, refrigerated, and flatbed truckload, LTL, and intermodal transport, as well as industry-leading transportation management and customized supply chain analytics solutions across North America. Coyote delivers the best operational experience for virtually all industries, including food and beverage, forest products, metals, plastics, consumer products, and government services. Coyote has been named to the Inc. magazine list of the 500 fastest-growing privately held companies in the United States for two consecutive years. Coyote’s growth is supported by its financial partner, Warburg Pincus LLC, of New York, New York. Please visit www.coyote.com.

ABOUT CARGONET
A division of Verisk’s ISO Crime Analytics unit, CargoNet® helps prevent cargo theft and improve recovery rates through secure and controlled information sharing among theft victims, their business partners, and law enforcement. CargoNet is centered on a national database and information-sharing system managed by crime analysts and subject-matter experts. By applying a synchronized, layered approach, CargoNet exploits the weakness of cargo thieves at multiple points. CargoNet offers integrated databases, a theft alert system, task force and investigations support, a tractor/trailer theft deterrence program, and the TruckStopWatch® program. CargoNet also provides driver education and incentives, secondary-market monitoring and interdictions, crime trend analysis and loss control services, and training. More information on CargoNet can be found at www.cargonet.com.

CONTACT:
Susan Kenney/Jessica Riccardi
MWW Group (for CargoNet)
(201) 507-9500
skenney@mww.com
jriccardi@mww.com